Organizational Identification of Personnel during a Major Restructuring: The Case of the Agricultural Training Institute
Abstract
Earlier studies found that extension organizations enjoy strong organizational identification (OID) among their personnel. However, organizational change often negatively impacts on personnel OID and subsequently on organizational performance. To explore these two contrasting views in the Philippine context, this study was conducted to examine the personnel OID of the Agricultural Training Institute (ATI), the country’s lead extension agency, while undergoing rationalization. A survey was conducted among staff members of ATI Central Office and Region IV-A Training Center. Responses were analyzed along OID’s cognitive and affective components in different demographic and employment characteristics and comparatively in five categories of personnel. Results showed that ATI personnel had an overall moderate OID score. Highest rating was on its affective component indicating their OID was largely based on emotion. Specifically, OID scores appeared higher with males, management, administrative, central office, and affected personnel categories as opposed to those in categories they were compared with. Paradoxically, technical and non-affected personnel had low scores despite being favored by the rationalization. Analysis using correlation, t-test, chi-square, Phi, and Cramer’s V did not statistically establish the relationship among age, years in government and in ATI, and OID. Findings suggest that to increase personnel OID of organizations during a major restructuring, there is a need to intensify efforts to mitigate the negative impacts of organizational change.
